strategic plan

2. HARAMAYA UNIVERSITY Strategic Plan (2015/16-2019/20) Based on Balanced Scorecard (BSC) Approach January, 2016 Haramaya 2

3. Technical committee members: Admkew Haile (member) Abebe Ambachew (Leader) Director for Research Facilities Director forStrategic Management and Institutional- Transformation Directorate; Management Directorate Lecturer, Department of Economics, Lecturer, Department of Management, Haramaya University. Haramaya University Email: abebeamb@yahoo.com Email: yadeniadmkew@gmail.com Esubalew Tsehay (member) Dinknesh Woldie (member) Planning and Programming Expert, Planning and Programming Expert, Strategic Management and Institutional Strategic Management and Institutional Transformation Directorate, Haramaya Transformation Directorate, Haramaya University University Email: dinkineshwolde1@gmail.com Email: esube2008@gmail.com Seifemicheal Abebe (member) Planning and Programming Team Leader, Strategic Management and Institutional Transformation Directorate, Haramaya University Email: seifemichael.abebe2012@gmail.com Language Editor: Dereje Tadesse (Associate Professor) i

4. Table of Contents Table of Contents ............................................................................................................................ ii List of Tables ................................................................................................................................. iv List of Figures ................................................................................................................................. v List of Acronyms ........................................................................................................................... vi Preamble ...................................................................................................................................... viii 1. Background of the organization .................................................................................................. 1 2. National Policies and Strategies and the Role of Haramaya University ..................................... 4 2.1. Education and Training Policy ............................................................................................. 4 2.2. Agriculture and Rural Development Policy ......................................................................... 5 2.3. Industrial Development Strategy .......................................................................................... 6 2.4. Environmental Policy ........................................................................................................... 7 2.5. Science, Technology and Innovation Policy ........................................................................ 7 2.6. The Water Sector Policy ...................................................................................................... 8 2.7. National Energy Policy ........................................................................................................ 8 2.8. Foreign Affairs and National Security Policy and Strategy ................................................ 9 2.9. Health Policy ..................................................................................................................... 10 2.10. Employment policy and strategy ...................................................................................... 11 3. Assessment of Achievements of the Past Strategic Plan .......................................................... 11 3.1. Corporate Level Performance ............................................................................................ 11 3.2. Performances of the academic programmes ....................................................................... 13 3.3. Performances of the research programme .......................................................................... 14 3.4. Performance of Community engagement and Entrepreneurship programme .................... 15 3.5. Performance of the Administration Programme ................................................................ 16 4. Mission, Vision and Values of the University .......................................................................... 17 5. Mandate Analysis...................................................................................................................... 18 6. SWOT Analysis ........................................................................................................................ 18 7. Enablers and Pains .................................................................................................................... 23 8. Customer/Stakeholders Value Proposition ............................................................................... 24 ii

5. 9. Strategic Issues, Themes, Objectives and Maps ....................................................................... 26 9.1. Strategic Issues ................................................................................................................... 26 9.2. Strategic Themes and Results ............................................................................................ 26 9.3. Strategic Objectives and Map ............................................................................................ 27 10. Corporate Level Strategic Objectives, Commentaries and Corporate Map ............................ 44 10.1. Corporate level strategic objectives ................................................................................. 44 10.2. Commentaries on the Corporate Objectives..................................................................... 45 10.3. Corporate Maps ................................................................................................................ 50 11. Measures of corporate level objectives and their descriptions .......................................... 51 12. Corporate Targets............................................................................................................... 61 13. Corporate Initiatives........................................................................................................... 65 14. Cost breakdown of initiatives ............................................................................................ 80 15. Objectives and Initiative Interfaces Matrix ........................................................................ 92 16. Cascading ................................................................................................................................ 94 17. Monitoring, Support and Evaluation....................................................................................... 95 17.1. Monitoring ........................................................................................................................ 95 17.1.1 Performance Reports ..................................................................................................... 95 17.1.2 Onsite Observation ........................................................................................................ 96 17.2. Evaluation......................................................................................................................... 97 17.2.1. Evaluation of the university and its units ..................................................................... 97 17.2.2. Individual Employee‟s Performance Evaluation ........................................................ 99 17.3. Feedback, Support and Recognition................................................................................. 99 17.4. Grievance Handling........................................................................................................ 100 Bibliography ............................................................................................................................... 101 iii

6. List of Tables Table 1 GTP I Achievements of the university in Selected Indicators ....................................................... 12 Table 2: Customer/Stakeholders value proposition .................................................................................... 24 Table 3: Strategic objectives for the theme of „Ensure good governance‟ ................................................. 27 Table 4:Strategic objectives for excellence in learning-teaching................................................................ 32 Table 5: Strategic objectives for excellence in research and technology exchange .................................... 36 Table 6 Strategic objectives for community engagement .......................................................................... 40 Table 7:Corporate level strategic objectives ............................................................................................... 44 Table 8: Commentaries onmeasures ........................................................................................................... 51 Table 9:Corporate targets ............................................................................................................................ 61 Table 10:Budget for initiatives ................................................................................................................... 80 Table 11:Objectives and initiative interfaces matrix .................................................................................. 92 Table 12: Performance measures threshold ................................................................................................ 97 Table 13: Deadlines for quarterly report submission .................................................................................. 98 iv

7. List of Figures Figure 1: Strategic map for the theme of ensuring good governance ......................................................... 31 Figure 2: Strategic maps for the theme of excellence in learning- teaching ............................................... 35 Figure 3: Strategic maps for the theme of excellence in research and technology exchange ..................... 39 Figure 4: Strategic map for the theme of excellence in community engagement ....................................... 43 Figure 5:Corporate maps ............................................................................................................................. 50 v

8. List of Acronyms AC Academic Commission ADLI Agricultural Development-Led Industrialization AU Alemaya University AUA Alemaya University of Agriculture B.Sc Bachelor of Science BA Bachelor of Arts BPR Business Process Reengineering BSC Balanced Score Card CAES College of Agriculture and Environmental Science CAiLR College of Agro Industry and Land Resource CBE College of Business and Economics CCDE College of Continuous and Distance Education CCI College of Computing and Informatics CEBS College of Education and Behavioral Sciences CEP Continuing Education Programme CHMS College of Health and Medical Science CNCS College of Natural and Computational Sciences COC Certificate of Competency COL College of Law CSSH College of Social Sciences and Humanities CVM College of Veterinary Medicine DC Department Council DEP Distance Education Programme DPGP Directorate for Postgraduate Programmes DVM Doctor of Veterinary Medicine EMIS Educational Management and Information System ESDP Educational Sector Development Programme FDR Federal Democratic Republic GOs Government Organizations vi

9. GTP Growth and Transformation Plan hc Holding Capacity HE Higher Education HRM Human Resource Management HU Haramaya University ICT Information, Communication Technology IECAMA Imperial Ethiopian College of Agricultural and Mechanical Arts ILT Institute of Land Tenure IOT Institute of Technology IPDS Institutes of Peace and Development Studies LLB Bachelor of Law M.A Master of Art M.Ed Master of Education MoE Ministry of Education MoFED Ministry of Finance and Economic Development MoH Ministry of Health M.Sc Master of Science MPh Master of Public Health NGOs Non-governmental Organizations PFPA Procurement, Finance, and Property Administration Directorate SEP Summer Education Programme SGS School of Graduate Studies SMIT Strategic Management and Institutional Transformation TV Television VPAA Vice President for Academic Affairs VPASS Vice President for Administration and Students Services VPCEED Vice President for Community Engagement and Enterprise Development VPRA Vice President for Research Affairs vii

10. Preamble Haramaya University is one of the oldest universities in the country. Since its establishment, the university has contributed immensely to the country‟s development in terms of producing trained manpower in various fields of specialization. The university has produced multiple research outputs and development strategies to improve productivity in the agriculture sector of the country. The university has realised that in order for it to become competitive as an academic institution and contribute towards the implementation of the second national growth and transformation plan (GTP II), it should redesign its business activities and enhance the productivity and effectiveness of its activities. Towards this end, the university has currently finalized the recalibration of its initial Business Process Reengineering (BPR) which has been implemented over the last two years. The implementation of the change tools has enhanced institutional performance, accountability and competitiveness. Since the last three years the university has adopted a new performance management framework known as Balanced Scorecard (BSC). This is a strategic planning and management framework used to align business activities to the vision and strategy of organization. Therefore, this system is adopted in order to enable the university keep track of the accomplishment of its activities, and systematically follow up the processes and outcomes of the activities. The framework clearly communicates the university‟s mission and vision, guides the university on how it can translate these into operation. It is clear in the document that management through BSC creates harmony among customer, finance, business processes and learning and growth of the university. From the financial perspective, it is attested that the balanced scorecard makes the university become well cognizant of its financial conditions and resource utilization. The balanced scorecard addresses also that customers are important and, as such, alerts the university what it should do to improve its relationship with its customers. The learning and growth perspective of the balanced scorecard emphasises that the university should regularly intensify its internal performance quality through continual self-checking, improvement and renewal of facilities. The framework stresses that business processes should promote the comprehensive view of the university, guides it to have clear structure, effectively integrate its mission and vision and ultimately enables it to attain its strategic goals. viii

11. In this framework, measurements are set against target values and attempts are made to check how activities and their outcomes help the university achieve its strategic objectives. Thus, this document recognizes that the university‟s academic and administrative divisions design proper plans of their activities along the university‟s strategic objectives and conduct sound balanced scorecard reporting. This enables the university to carry out a balanced and integrated implementation of strategies. The main advantage of balanced scorecard is that it promotes accountability, strategic thinking and coordinated performance and in so doing effects strategic transformation of institutional performance. Finally, it is hoped that the experience gained from the implementation of BSC in the last three years will be used as an important input for better implementation of this strategic framework. The achievement targets set by this medium term plan, in turn, leads to the realization of the university‟s vision in the near future. The success of implementation of this strategic plan depends on the full participation of all the university‟s community and other stakeholders. Thus, everybody is kindly requested to take part in this initiative. Prof. ChemedaFininsa, President of Haramaya University. ix

12. 1. Background of the organization Haramaya University has gone through a series of transformations since its establishment as a higher learning institution. The agreement signed between the Imperial Ethiopian Government and the Government of the United States of America on May 15, 1952 laid the foundations for the establishment of Jimma Agricultural and Technical School and the Imperial College of Agricultural and Mechanical Arts (IECAMA). The agreement between the Government of Ethiopia and the Technical Cooperation Administration of the Government of the United States of America, signed on May 16, 1952, gave the mandate to Oklahoma State University to establish and operate the College, conduct a nationwide system of Agricultural Extension and set up an agricultural research and experimental station. Based on the Emperor‟s wish, it was decided to establish the College at its current location at Haramaya. Later on, the agreement signed between the United States Department of States and the Imperial Government provided the basis for the operation of Jimma Agricultural and Technical School that received its first class of eighty students in October 1952. Nineteen of the students graduated on August 6, 1953 and became the first freshman students of the Imperial Ethiopian College of Agricultural and Mechanical Arts (IECAMA). The IECAMA opened its doors to its first batch of students in October 1956 and the senior class moved from Addis Ababa to Alemaya for their final semester. At the end of the 1956/57 academic year, eleven students completed their studies and graduated with a B.Sc. degree in General Agriculture. The training programmes in Agriculture were further specialized and B.Sc. programmes were introduced in Animal Sciences (1960), Plant Sciences (1960), Agricultural Engineering (1961) and Agricultural Economics (1962). Until 1963, the college was virtually dependent on Oklahoma State University, both administratively and academically; however, after 1966, when the first Ethiopian dean was appointed, the role of Americans was limited to advisory and technical support. The College became a chartered member of Addis Ababa University (the then Haile Selassie I University), following the contractual termination of Oklahoma State University in 1968. Consequently, it was named Alemaya College of Agriculture. Due to the great need of trained manpower in other areas of study, additional programmes that included a diploma programme in Home Economics 1

13. (1967), Science Teachers‟ Training Programme (1978), and Continuing Education Programme (1980) were launched. A major landmark in the history of the College of Agriculture was the launching of graduate study programmes in the 1979/80 academic year. This laid the foundation for advanced academic and research work at the institution. When graduate studies were launched, about 29 students were enrolled to study various fields of agriculture. Another major landmark in the history of Alemaya College of Agriculture was when it was upgraded to university status on May 27, 1985, followed by the launching of the Faculty of Forestry in 1987. It was then named Alemaya University of Agriculture that produced qualified manpower in the fields of Animal Sciences, Plant Sciences, Agricultural Economics, Agricultural Engineering, Agricultural Extension and Forestry both at graduate and undergraduate levels. Moreover, in the continuing education programme, diploma-level training programmes were delivered in Accounting and Management, in Dire Dawa and Harar centers. The university once again went through another phase of transformation during the 1995/96 academic year by launching new programmes in the fields of Teacher Education and Health. The opening of the two faculties, namely the Faculty of Education and the Faculty of Health Sciences, further diversified the existing programmes, and enabled the institution to become a full-fledged university that was renamed Alemaya University (AU). In the last few years, the University has witnessed tremendous expansion in terms of fields of study. In September 2002, two more faculties, namely Faculty of Law and Faculty of Business and Economics, were opened. Furthermore, Faculty of Veterinary Medicine and Faculty of Technology were initiated in 2003 and 2004, respectively to further diversify the training programmes of the university. The institution was renamed Haramaya University in February 2006. The University, apart from undergraduate programmes, has been highly engaged in the expansion and diversification of graduate programmes. Currently, the previous Faculties were reorganized into 10 Colleges and one institute namely, College of Agriculture and Environmental Science (CAES), College of Business and Economics(CBE), College of Computing and Informatics (CCI), College of Health and Medical Sciences (CHMS), College of 2

14. Social Sciences and Humanities(CSSH), College of Law(COL), College of Veterinary Medicine(CVM), College of Natural and Computational Sciences (CNCS), College of Education and Behavioral Sciences(CEBS), College of Agro-industry and Land Resource (CAiLR),and Institute of Technology (IOT). In addition, all the graduate programmes and non- regular undergraduate programmes are coordinated by the directorate for postgraduate programmes and directorate for continuing and distance education (CCDE), respectively. Under these divisions, the University offers a total of 264 programmes of which 113 are undergraduate programmes, 131 are second degree (M.Sc./M.Ed./MPH) and 20 are PhD level training programmes. In addition to academic programmes, the university has launched institutes that cater research and outreach programmes. These include the Institute of Pastoral and Agro- pastoral Studies (IPAS), Institutes of Peace and Development Studies (IPDS), and Institute of Land Tenure (ILT). Moreover, the University has been actively involved in research activities, primarily in the fields of agriculture, since its inception. Through the years, the institution has established linkages with national and international organizations to strengthen its academic, research and outreach activities. As a pioneer institution of agricultural education, research and extension in Ethiopia for about six decades, the university has been developing and releasing several improved crop varieties and many improved crop and livestock management practices. The institution has produced many textbooks, book chapters, research articles, bulletins, proceedings, posters and a number of PhD dissertations and master thesis research reports. Even if the research and outreach activities of the university in fields other than agriculture are recent phenomena, encouraging research results are being produces in the areas of health, law, education, business, economics and others. In order to increase the impact of research and outreach activities on national development, the university has thematized its research areas in to 6 priority themes. These are (1) productivity, and environmental sustainability for food security, and poverty alleviation; (2) human health, nutritions, and walfare; (3) energy, engineering, and information technologies; (4) human and social development; (5) institutions, innovation systems, and economic development; and (6) basic science research. Besides, the outreach activities of the university are being guided by the community service road map. 3

15. Currently, Haramaya University is functioning on three campus premises. The main campus, where the first milestone was laid, is Haramaya Campus. This campus is located at about 510 km East of Addis Ababa, between Dire Dawa and Harar towns. This is the nerve center of the university where the offices of the top management of the institution are located. The second Campus is located in Harar Town where College of Health and Medical Sciences and Hiwot Fana Specialized University Teaching Hospital are situated. The third one is Chiro Campus located in Chiro Town, where the College of Agro-industry and Land Resource is found. As of the year 2016/17, Chiro campus will not remain part of HU, rather it will run an independent university called Oda Bultoum University. Therefore, the future numerical targets of different objectives presented throughout the document takes in to account this condition while the baseline figures (2014/15) include Chiro campus as part of the university. 2. National Policies and Strategies and the Role of Haramaya University 2.1. Education and Training Policy The Ethiopian training and education policy, devised in 1994, is aimed at developing potential and the problem-solving capacity of citizens who respect human rights, stand for the well-being of people, as well as for equality, justice and peace, endowed with democratic culture and discipline by expanding education, changing curriculum, focusing on teachers development, and change of educational organization and management. In line with this policy, four educational sector development programmes (ESDP) have been implemented so far and encouraging results have been achieved. In order to sustain and capitalize on the previous success, the country has introduced the fifth educational sector development programme (ESDP V) to be implemented over the planning period of GTP II. Higher education (HE) is one of the priority programmes in ESDP V with the goal of “producing competent graduates who have appropriate knowledge, skills and attitudes in diverse fields of study; to produce research which promotes knowledge and technology transfer based on national development and community needs; and to ensure that education and research promote the principles of freedom in exchange of views and opinions based on reason, and democratic and 4

16. multicultural values”. The achievement of this goal contribute to socio-economic development and help in reducing poverty, thereby contributing to the country‟s effort to turn economically into a middle-income country by the coming decade. In order to ensure a quality, equitable and relevant service to students and to society, the MoE has identified five components for ESDP V: university expansion and consolidation, equity enhancement, relevance and quality enhancement, research, technology transfer and community engagement, institutional collaboration, leadership and governance. Each of them has clear objectives and strategies that can be cascaded to implementing institutions like ours. As one of the most established higher education institutions in Ethiopia, Haramaya University has the responsibility to develop and implement demand-driven curricula to satisfy the labor market of the country through producing competent and skilled manpower in diversified fields of studies. It is expected to contribute towards the realization of the national goal again through introducing new and adaptable technologies and by providing trainings that have practical relevance for the growth and transformation of the country. Among the important strategies towards this noble goal enhancing the overall performance of instructors, boosting the implementation capacities of the surrounding educational and other sectors, undertaking policy related researches and increasing its intake capacity to address the country‟s capacity building priorities are the major ones. 2.2. Agriculture and Rural Development Policy The Ethiopian economy depends heavily on agriculture. As a result, Agricultural Development Led Industrialization (ADLI) is pursued as a major policy framework for the development of the country since 1991. ADLI has been implemented by disintegrated in to medium term plans including PASDEP and GTP. In agricultural sector, Ethiopia has a comprehensive and consistent set of policies and strategies, which reflects the importance of the sector in nation‟s development aspiration. Increasing productivity in smallholder agriculture is government‟s top priority, recognizing the importance of smallholder actors, the high prevalence of rural poverty, and large productivity gap. Productivity enhancement however, must be complimented by efforts to help farmers graduate from purely subsistence farming to semi-subsistence /semi- commercial status practicing farming as a business and to adopt more natural resource management practices 5

17. in order to arrest and reverse environmental degradation. ADLI advances the view that significant development in agricultural productivity helps expand market for domestic manufacture, implying increased incomes of smallholders. So far, the university has been playing a pivotal role towards realizing ADLI through producing graduates with a problem solving ability and entrepreneur oriented mindset. The university has produced trained manpower with better knowledge in applied agriculture and rural development sciences. It is hoped that these knowledge and experiences help generate cost effective, efficient and new agricultural technologies that are suited for Ethiopian farmers and pastoralists. The knowledge and experiences which the graduates obtain from the university can also help conduct researches on the betterment of production and productivity of both locally and internationally demanded commercial crops, livestock, natural resources and agricultural mechanization. The university has done commendable job in creating knowledge that can enhance multi-sectoral partnership to facilitate the communication and interaction among researchers, extension services and farmers‟ awareness for the exchange and wider use of improved technologies and rapid dissemination. The university will strengthen these roles towards the realization of the Agriculture and Rural Development Policy of the country for the coming periods too. 2.3. Industrial Development Strategy The government of Ethiopia is determined to promote and expand the development of trade, industry and investment in the country. The Industry Development Strategy of the country has put in place policies and guidelines that promote agricultural-led industrialization, exported development, and expansion of labor intensive industries. The strategy has also set the other principles that clearly stated the pivotal contribution of the private sector, the leadership role of the government, the need to implement effective domestic-foreign investment partnership, and the integrated and coordinated participation of the public at large in nurturing the strategy. In order to contribute towards realization of this national policy, Haramaya University is expected to play its part through producing manpower with entrepreneurial skills in the areas of industry and support the industry sector through trainings and consultancy services. It can also contribute by undertaking problem solving researches and introducing new technologies to foster productivity and through enhancing agriculture-industry linkage that aims at identifying and 6

18. alleviating the problems of the sector. By this understanding, Haramaya University is expected to create a strong industry- university linkage and lead the diary and meet technology, sugarcane production technology, and other selected sub-sectors in the eastern development corridor of the country. 2.4. Environmental Policy The country‟s constitution as well as the national economic policy and strategies emphasize environmental sustainability as a key priority to achieve in all sectors. In line with this the country has formulated the environmental policy and strategy with a clear goal. The overall policy goal is to improve and enhance the health and quality of life of people, to promote sustainable social and economic development through the sound management and use of natural, human-made and cultural resources and the environment as a whole so as to meet the needs of the present generation without compromising the ability of future generations to meet their own needs. In this regard, the university is expected to contribute towards ensuring the national environmental concerns by protecting and maintaining the natural resources of the country through participatory research , training and community engagement in the areas environmental protection to preserve Soil Husbandry and Sustainable Agriculture , Forest, Woodland and Tree Resources, Genetic, Species and Ecosystem Biodiversity, Water Resources, Mineral Resources, Human Settlement, Urban Environment and Environmental Health, Cultural and Natural Heritage and to Control Hazardous Materials and Pollution From Industrial Waste, and Atmospheric Pollution and Climate Change. 2.5. Science, Technology and Innovation Policy Science, technology and innovation are the corner stones of progress upon which a nation depends to attain economic growth and vibrant integrated self-sustaining economy. The National Science and Technology Policy of the country was issued by the Transitional Government of Ethiopia in 1993 with due recognition to the fact that ensuring a reasonable standard of living by accelerating the pace of economic development through science and technology. The general objective of the STI policy is to achieve sustainable social and economic development so as to meet the present and future needs of the nation through a coordinated and integrated application 7

19. of science and technology for a better standard and quality of life of the people. To maintain fast and progressive growth in the country, national technological capability must be strengthened. With this understanding, the country has entrusted immense responsibilities on higher educational institutions. Therefore, Haramaya University is expected to contribute towards the national capacity building efforts by producing capable, dedicated and innovative workforce that can adapt, adopt and facilitate technological transfer to hasten the country‟s overall development. 2.6. The Water Sector Policy The Ethiopian water policy was formulated with the belief that an appropriate water resources management policy for the sector will enhance the development of the country's water resources to make optimum contribution to an accelerated socio-economic growth. The overall goal of Water Resources Policy is to enhance and promote all national efforts towards the efficient, equitable and optimum utilization of the available Water Resources of the country for significant socioeconomic development on sustainable basis. In this regard, Haramaya University is expected to enhance and promote all national efforts towards the realization of this goal. the university will continue to provide demand-driven and tailored made training and consultancy services that foster knowledge and awareness on the utilization and reliability of improved technologies can also help by conducting researches on Combating and regulating floods through sustainable mitigation, prevention, rehabilitation, Conserving, protecting and enhancing water resources and the overall aquatic environment on sustainable basis and other practical measures. 2.7. National Energy Policy Ethiopia‟s Energy consumption is predominantly based on biomass energy sources though the country is endowed with vast energy resources. It has not been able to develop, transform and utilize these resources for optimal economic development. Therefore, the Government believes it is imperative to provide the economy with the necessary energy inputs at the right time and affordable prices. This will speed economic development and help the country attain the objectives of the Economic Reform Programme the government has adopted. It is necessary to formulate a comprehensive national energy policy which directs the development of energy sector in a coordinated manner, concomitantly and ensures that energy development is benign to the environment. 8

20. Ethiopia has adopted a national energy policy that focuses mainly on implementinga reliable supply of energy particularly to support the country‟s agricultural and industrial development strategies, stream-lining and removing bottlenecks encountered in the development and utilization of energy resources, setting general guidelines and strategies for the development and supply of energy resources, giving priority to the development of indigenous energy resources with a goal toward attaining self-sufficiency, increasing energy utilization efficiency and reduce energy waste and ensuring the development and utilization of energy is benign to the environment. Therefore, Haramaya University is expected to contribute towards the national energy policy by producing capable and innovative graduates that can support the energy sector, creating, adopting and transferring newly innovated technologies concerning with energy development and Addressing ecological and environmental issues during the Development of energy projects through research and consultancy. 2.8. Foreign Affairs and National Security Policy and Strategy The current Ethiopia Foreign Affairs and national security policy was formulated two decades ago. The goal of Ethiopia‟s foreign and security policy is ensuring international conditions that are conducive for achieving its economic growth and strengthen its democratization processes. Thus, the country‟s foreign and national security policy is defined as realizing development and democracy by identifying markets, attracting investment, soliciting grants, loans and technical support, and by making maximum utilization of all possibilities. These initiatives require maximum national security. The university is expected to play an important role in the realization of the national foreign affairs and security policy through producing well informed and responsible citizens who are capable of handling local, regional and international issues and through fostering and encouraging diversity and tolerance. The other way through which the university can contribute to the democratization process of the country is by encouraging discussions and debates on crosscutting national and international affairs. In this regard, the university is expected to organize academic forums that inspire stakeholders to deliberate on various socio-economic, environmental and socio-political issues that need informed and decisive policy interventions. 9

21. 2.9. Health Policy Over the last two decades, Ethiopia has made a significant achievement in the expansion and construction of Health facilities and in improving the quality of health service provision. The government‟s core priorities in its health sector policy are democratization and decentralization of the health care system, development of the preventive, curative components of health care, ensuring access to health care for all segments of the population and fostering effective participation of private sectors and NGOs in the sector. In addition, the health policy gives due attention to providing health promotion and disease prevention, curative and rehabilitative services, public health emergency preparedness and addressing the public need to produce their own health. On the whole, the health sector development plan aims at ensuring community ownership and empowerment through effective social mobilization, enhanced and sustained awareness creation, and through creating conducive environment and supporting community organizations. The government‟s health policy underlines that quality health services are central to improving the health status of the population. Towards this end, universities are expected to play tremendous roles in promoting national health policy through devising strategies that contribute towards the fulfillment of the policy. As one of the well-established universities in the country, Haramaya University is expected to make significant contribution towards the realization of the national health policy. It can do this through producing competent, responsible, ethical and transformative health professionals. In addition, the university is expected to conduct problem solving and informative research in selected health issues such as communicable diseases, reproductive health problems, environmental health, fertility and population studies, nutrition and their health impacts, health education and awareness building. The university is expected also to engage in clinical services, prevention schemes, health information dissemination, minor health related interventions and demographic surveillance survey which can inform relevant stakeholders regarding the nexus between demographic pressures, environmental problems and the health status of the people. In short, the university is expected to contribute towards the realization of the national health policy by promoting activities that integrate academic, research and community engagement efforts to provide meaningful contribution towards fulfilling the government‟s effort to improve the citizens‟ reliable access to quality health services. 10

22. 2.10. Employment policy and strategy The overwhelming fact of the labor market in Ethiopia is the rapid growth of labor supply. Rapidly population and labor force growth and limited employment generation capacity of the modern industrial and agricultural sectors of the economy both in urban and rural areas of the country create imbalance between labor demand and supply. Employment provides a link between growth and poverty reduction only when it is systematically guided through policies and strategies. The objectives of the National Employment Policy and Strategy of the country have three important dimensions: enhancing social welfare, accelerating economic growth and achieving political stability. Accordingly, framing the National Employment Policy and Strategy (NEPS) of Ethiopia is approached from these dimensions in pursuit of the goal of employment generation. The policy actions are: employment generation, improving labor productivity, improving labor market institutions and cross-cutting areas in the labor market. Therefore, Haramaya University in its share plays vital role in response to the need for such, problems to guide interventions aimed at improving employment and increase the contributions of the energetic labor force in the country through training. The university is expected to play its parts through undertaking labor market research. In additions to research and training support to National Employment policy and strategy, the university is striving to establish entrepreneurship incubations center to create competent and energetic graduates a well as to serve for potential entrepreneurs of the surrounding community. 3. Assessment of Achievements of the Past Strategic Plan 3.1. Corporate Level Performance The previous strategic plan of the Haramaya University was designed based on BSC approach for the first time and implemented from 2010/11-2014/15. In that strategic plan, three strategic themes namely, excellence in academic and research, excellence in strategic partnership and transformative community engagement, and excellence in entrepreneurship, and 14 corporate objectives were identified. Following this, the university has implemented its strategies by disintegrated it into standardized action plans. Not only has the implementation of activities on the basis of the plan, but also the reporting system of the university shown an encouraging progress during the period of the previous strategic plan. The improvement of the planning and 11

23. reporting culture was also coupled with a better monitoring, support, and evaluation practices which were conducted at levels. The support provided by the university‟s board and the Ethiopian parliament was remarkable in this regard. Before embarking on the qualitative evaluation showing the major progresses and limitations of each programme, quantitative indicators depicting the achievement of Haramaya University over the previous planning period or GTP I are presented in table 1 bellow. In subsequent sub- sections, the major achievements registered and limitations observed have been identified in the four programmes of the university and narrated consecutively. Table 1 GTP I Achievements of the university in Selected Indicators S.No Description Baseline in 2009/10 27,972 12,784 9994 2790 13,562 11,122 2,402 1283 Achievement in 2014/15 35,239 19,024 14,238 4,786 12847 8777 4070 3212 Remark 1 1.1. 1.2. 1.3. Gross enrollment Regular undergraduate Male Female Non- regular Undergraduate Male Female Postgraduate(masters and specialty) Male Female Postgraduate(PhD) Male Female Number of Instructors 1.4. 2 1161 122 122 114 8 804 2951 261 331 302 29 1320 Excluding expatriate and technical staff On study leave included On study leave included 3 Male Female Instructors by qualification (Total) 729 75 804 1179 141 1320 3.1. 3.2. 3.3 4 5 5.1. 5.2. First degree holders Masters or Equivalent PhD or equivalent Attrition rate Male Female Number of academic programmes Undergraduate Postgraduate 296 375 133 7% - - 153 84 69 227 773 320 2.3% 1.1% 5.2% 264 113 151 12

24. 3.2. Performances of the academic programmes The major achievements of the academic programme are: The introduction and implementation of modular curricula and criteria referenced grading system Confusions on degree nomenclature and resultant problems solved Continuous assessment strengthened Participatory curriculum review process followed and many demand-driven academic programmes launched. Outdated and less relevant programmes revised or closed Libraries constructed and its facilities improved. Competency and competitiveness of students at national and international forums improved and become exemplary (e.g. law students in moot court and exit exam results) Practical attachment, internship and externship programmes strengthened. Unnecessary wastage of time in course delivery reduced through implementation of DOCO and continuous follow ups. The number of academic staff increased and their composition by level of education improved and thus fair teacher-student ratio in most colleges. Academic attrition significantly reduced. Students‟ participation in the learning-teaching process increased. The main limitations of the academic programme are: Low share of females from the academic staff of the university. Limited foreign collaboration and training opportunities for graduate studies and student staff exchange Limited effort to get international accreditation of academic programmes Huge managerial inefficiency of the distance, summer and continuing education programmes which results in reduction in student population Shortage of instructors in IOT and the resultant problems of guest lecturers 13

25. Poor utilization of ICT in the teaching learning process (lack of Smart class, video conference ) Some instructors especially the expatriate ones lack of required competency, skill, and knowledge. Limited efforts to implement alternative employment systems like joint employment. 3.3. Performances of the research programme The major achievements of the research programme are: Identified and prioritized research thematic areas and start implementing it The Development of research quality assurance policy at draft level Drafting the benefit and awards package for excellent research outcome Development of promotion and publication guideline Implementation of research capacity Building activities Developing diverse mechanisms for disseminating research output, technology and/or knowledge Expansions and establishment of research facilities and technology demonstration centers Publications support for the staff of the university Establishment of national and international collaborations Transferring knowledge and technology packages to improve the community‟s livelihood (document and its implementations) Strong resource management system and revenue generations from research byproduct and seed provisions technology Gender involvement/ sensitivity during seed provision The limitations of the research programme involve: Weak research linkage with manufacturing industries Inadequate research capacity in some young colleges 14

26. Inadequate strong research institutes in the university Poor documentations of research publication of the university staff and others Inefficient process of the utilization of the research fund 3.4. Performance of Community engagement and Entrepreneurship programme The achievements of the programme are: The development of community service roadmap and its integration with the national development agenda The strong move to link the academic process with community services and the development of community based education guideline The immense contributions made to the local community and institutions by providing capacity building short term trainings The start introduction of scholarship opportunities with a clear criteria and quota given to the surrounding community The material support provided to the local institutions including schools and hospitals The remarkable free legal services provided in more than 40 centers of the surrounding towns The efforts made to preserve or protect the environment including the start of Haramaya watershed project. The medical services provided to the community by Hiwot Fana Hospital The establishment of common forums and collaborations with local community and other institutions. The enhanced transparency in internal revenue generation, collection and utilization Considering entrepreneurship as one of its strategic themes The betterment of the revenue generation in some units The Limitations of the programme includes: The weak industry-university linkage Limited or less organized consultancy services  Less supportive action of some government structures of the surrounding administration for the university to provide community services Poor foreign collaboration and unable to use alumni association Fail to establish entrepreneurship incubation center The deterioration of the dairy and poultry farm production and productivity 15

27. 3.5. Performance of the Administration Programme The achievements of the administration programme comprise: Consistent Institutional policy document, guidelines, manuals rules and regulations have been developed so as to enhance clear responsibility, accountability and good governance. Decentralized management system was established The university‟s support staff was transferred from casual and contractual to permanent employment and the resultant benefits were assured. Major events including the 7th Ethiopian higher education sport festival and the 25th institutional transformation council were successfully hosted, aggressive promotional activities were made, and ample of experiences were obtained. Different expansion projects were finalized and two new campuses (station and Gendejea) were launched and other new mega construction projects started. The university‟s planning, monitoring, support, and evaluation process and culture as well as implementation on the basis of plan have been significantly improved. The university property administration has shown impressive progress. The amount of budget secured from different sources and its utilization have shown significant improvement. There was a stable, peaceful, and conducive environment in all campuses of the university. The encouraging implementation of Kaizen, BSC, education development army, and full implementation of BPR. Better promotional activities made than ever The limitations of the administration programme involve: Unable to supply reliable and adequate Water to the university community. Unable to achieve extensive data base management system Lack of merit based award and corrective measure for undisciplined or less performing employees Lack of satisfactory maintenance services for all types of university‟s properties. Unable to consistently and effectively build and use the education development army. Unsatisfactory performance of the procurement system by internal and external factors. Less promotion of the university in international forums. 16

28. 4. Mission, Vision and Values of the University Mission The Mission of Haramaya University is to produce competent graduates in diverse fields of study, undertake rigorous, problem solving and cutting edge researches, disseminate knowledge and technologies, and provide demand-driven and transformative community services. Vision Haramaya University strives to be one of the leading African Universities with international reputation by 2025. Vision Result for the Plan Period By the end of the plan period, Haramaya University will be the leading research university in the country. Core Values Haramaya University is committed to the following core values: Academic freedom: A strong commitment to a free and democratic academic environment where individuals inquire, investigate and engage in relevant academic practices and development. Perseverance:A commitment and dedication to perform assigned duties to the best of one‟s knowledge and abilities. Good governance: The practice of democratic, transparent, inclusive, responsible and accountable leadership and management and promotion of the principle of equal opportunity. Respect for diversity: A culture of equity and fairness in all forms of practices; a conviction for the respect of all people without sexual, class, racial, ethnic, religious, and regional discriminations. Professionalism: A commitment to a high standard of professional integrity and ethics. 17

29. Collaborative spirit: Culture of working cooperatively within the university and with other stakeholders; developing the “we” spirit and joint responsibility. Fostering creativity/innovation: Develop a culture for generating new ideas, processes, services, technologies and entrepreneurial skill. Respect for Nature and Environment: All endeavors of the university should be environmental friendly. Motto “Building the Basis for Development!” 5. Mandate Analysis As per the Higher Education Proclamation No. 650/2009 and Council of Ministers Charter Regulation No. 232/2011 for the re-establishment of the University, it is mandated to carry out the following: 1.to offer undergraduate and graduate programme in various fields; 2.to conduct research and studies primarily focusing on technology transfer and disseminate the results thereof and 3.to provide services to the wider community through professional and consultancy works, free of charge or with remunerations the case may be. 6. SWOT Analysis 6.1. Strengths Haramaya University has the following notable strengths that need to be maintained and capitalized on: 18

30. Implementation of BPR: the implementation and recalibration of BPR could be used as springboard to increase the effectiveness of the university‟s learning-teaching, research and community engagement activity, and service delivery. Existence of consistent institutional policies and guidelines: in order to ensure good governance and transparent decision making a number of policies, guide lines and manuals have been developed and used. These include, but not limited to, senate legislation, community engagement roadmap, research thematic area, community based education manual, etc. Decentralized system: following the implementation of BPR and other initiatives, more or less the university has a decentralized system which can facilitate the efficient service delivery. Better qualified and experienced staff members: qualified academic staff with rich and diverse experience in practical teaching in the fields of agriculture and some other fields of study. Open door policy and accessibility of staff members: Haramaya University staff and leaders are available and accessible to their students/clients for their professional guidance and advice. Better infrastructural set up to accomplish core activities : recreational centers, transport, medical services, internal media center, resource center, good physical environment, Library, research and teaching laboratories, research fields and stations for agricultural research, technology demonstration and adaptation, satellite students training centers, broad band internet service, Sport Academy, Teaching Hospital with Mega Project for expansion and Grand convention center. Good initiatives: diversification of programmes, human resource development scheme for academic and administrative staff, provision of housing facility, development of physical infrastructure, better student services and community services at various levels. Strong research culture: strong culture of monitoring and evaluation, increment in federal government research fund, and competence in research grant winning process. Gender mainstreaming and provision of affirmative action: the university has institutional set up on gender, disabilities and HIV prevention. Besides, several trainings have been made on awareness creation of gender issues for all stake holders, and thus 19

31. there is a good understanding, by the university‟s community, on these cross cutting issues. Possibility for physical expansion: at present, the university owns large areas of land, especially at main campus that allows for further expansion of facilities. Increased technology transfer/extension: the university is intensively working with community to address seed sector development and provide other improved technologies. 6.2. Opportunities The following are among the key opportunities the university must take advantage of: Positive political support for capacity building and educational expansion: favorable policy environment for expansion and development of higher education in the country. Growing industrialization and investment sector: that creates and enables the teaching and learning programme more practical and helps to target in producing demand driven graduates. Globalization and rapid technological change: A rapidly changing academic environment driven by advances in Technology become pushing factors for constant review of programmes, rules, regulations and upgrade of facilities. Access to modern technologies: emerging information technology and access to broad band internet service and digital library that can enhance and facilitate the quality of teaching-learning, research, and administrative facilities. It can also help mitigate the problem of human resource shortage. Access to media: availability of its own FM community radio and other means of media that enable the university to communicate its programmes easily to a wider community Availability of domestic postgraduate training: that could solve immediate need of qualified and competent staff shortage. Large catchment area, ecological, and societal diversity: creating an environment for diversified research and community engagement programmes as well as healthy climatic condition for leaving. Being Established University: this makes the university have a good physical and human resources with accumulated experience and capacity. 20

32. Favorable weather condition: all the university campuses are located in the place where the weather condition is favorable. 6.3. Weaknesses Side by side with the above strong features, the university suffers from the following major weaknesses that need to be addressed: High staff turnover/brain drain: poor motivation and incentive schemes, absences of merit-based reward system, poor staff services and the location disadvantage of the university are the major impediments to attracting and retaining qualified academic staff. Poor service delivery: most of the services delivered by different office and employees within the university are less quality and unsatisfactory. Poor self-promotion and public relation works: poor maintenance of existing partnerships, promotion, communication and linkage with partnership universities both in domestic and outside the country. Inadequate use of innovative teaching methodologies: lack of initiative in adapting technologies like smart class room, video conference, and other online methods. Poor allocation, arrangement, maintenance and management of facilities: inappropriate usage and allocation existing resources; classrooms without sufficient facilities; unutilized facilities such as laboratory, and ICT services; poor handling and maintenance of property, slow and less professional service delivery. Poor system of coordination and leadership: Low level of commitment of middle level managers and some staff, poor inspiration, lack communication experience and taking responsibilities. Poor procurement system: delayed and inefficient purchasing process. Weak experience of middle and lower level managers in planning, organizing, monitoring, and support and evaluation practices: even though there is a good progress in planning, monitoring, evaluation and support practices at the corporate level, these practices are at their infant stage at middle and lower level management. Limited automated management information system: poor automation and central data base management system that stifled management of central data and information access for different users. 21

33. Poor disaster preparedness: Buildings in the university are fitted with limited firefighting equipment, and staff and students are not prepared for any disaster. Gender imbalance: The Majority of academic staff and management positions are male. Low staff motivations: the motivation of both academic and administrative staff is poor as a result of low pay scale and insufficient fringe benefits. Unable to mobilize the alumina associations: still HU could not create a strong alumni association and utilize its huge potential. 6.4. Threats The university has to minimize the following threats by capitalizing on its strength and opportunities. Water scarcity in the area: problem of sustainable water availability with rising desertification and global warming. Location disadvantage: location remains pertinent obstacle for attracting qualified and talented staff. Limited autonomy: independent decision by the university is limited in the process of quality education and quality services like its negotiating power in determining salary base to retain qualified staff, and poor fringe benefits. Policy Dynamism: constant changes in provisions, rules, strategies, proclamations affect efficiency and effectiveness. Addiction and weak health consciousness: high addiction to Khat, poor health awareness and its adverse consequences in the productive work force and students in our university although problem is common in the surrounding area. Lack of good governance in the local administration: Some local administrators tend not to take technologies released by the university to their people unless they get some personal benefits out of it. Precarious educational background of students: gradual decline of enrolling students‟ quality from year to year. 22

34. 7. Enablers and Pains Enablers Positive policy directions Growing industrialization and investment Strong support for change from the top management Good institutional reputation to promote partnership Huge potential for academic practices, research and community engagement in socio- economic and environmental challenges Rich resource Endowment (human, financial, capital and land) Favorable Weather Condition Pains Water scarcity Location disadvantage Poor employee retention system Limited institutional autonomy Poor procurement system Low staff motivations and commitment Lack of strong, adaptive , commitment and enabling organizational culture Lack of university wide/Integrated database management system Weak university industry linkage 23

35. 8. Customer/Stakeholders Value Proposition Table 2: Customer/Stakeholders value proposition Required/ expected product/service Product/service attributes Customer/ Stakeholders Relationship Image Function Quality Timeliness Economy Primary customer Participatory, smooth, Consultative, responsive, respectful, accommodative Standard Relevant Problem solving, flexibility Competence Employability Entrepreneurship Graduation Quality education Conducive environment Global Reputation Students Appropriate duration Reasonable/ Affordable Need based- Technology Knowledge, Infrastructure, Services, Recognition, Job and market opportunity, Socio-economic wellbeing and livelihood improvement, Productivity Acceptable Relevant Sustainable Practical Adaptable/ Adoptable Regularly Timely Proactively Trustworthy/cre dibility Reputation Cooperative Participatory partnership Reasonable/ Affordable Community Other customers Quality service Job security Reward Career development scheme Fringe benefits Insurance Participatory, smooth, responsive, respectful, accommodative Employee- employer Productivity Efficiency Motivation Satisfaction Engagement Quality of work life Reliable Attractive Sustainable Conducive Competitive and equitable Attractive, caring, trust Role model Judicious Exemplary Consistently/ Timely Staff Reasonable Problem solving , capacity building, Productive, Creative/innovative, Efficiency, High performance Competent Influential, exemplary Committed Relevant Insightful Competent and ethical graduates, Tailor-made programmes Trustworthy/ Credibility/ Confidence/ Reputation Persistently/ Timely/ As required Reasonable/ affordable/ cost effective Engaging Partnership Employers Stakeholders Competent and ethical graduates, Problem solving Socio-economic development, Execution of mission National and international standards Cooperative, Supportive, supervisory Trustworthy Stewardship/ fiduciary Regularly and as required Cost effective, economical MoE 24

36. Required/ expected product/service research and Need based services Product/service attributes Customer/ Stakeholders Relationship Image Function Quality Timeliness Economy and national policies, Contribution to the GTP Optimum utilization of budget and resources, transparency in internal revenue generation and utilization Cost effectiveness, efficient resource utilization National and international standards Cooperative, Supportive, supervisory Trustworthy Stewardship/ fiduciary Regularly and as required Cost effective, economical MoFED Capacity building, reform implementation, ensuring quality work life (work-life balance) Cost effective, economical, efficient utilization of human resource Ensuring appropriate organizational structure and working procedures National and international standards Cooperative, Supportive, supervisory Trustworthy Stewardship/ Consultative Regularly and as required Civil Service Providing quality medical services, producing competent health professionals, problem solving research outputs Smoothly functioning and well organized institute Knowledge and resource sharing, Effective and efficient utilization of resource, Institutional capacity building, desired development impact Capacity building, reform implementation National and international standards Cooperative, Supportive, supervisory Trustworthy Stewardship/ Consultative Cost effective, economical MoH Regularly Mission execution and achievement Highest possible national standard Cost effective, economical Supportive, Cooperative Reputation, Trust Board Consistently Quality and sustainable service, Problem solving research output, Reliability Capacity building, Enhanced productivity, Efficiency Partners and donors Reasonable, Economical Reciprocal and mutual Trustworthy As required 25

37. 9. Strategic Issues, Themes, Objectives and Maps 9.1. Strategic Issues Relevance and quality enhancement in teaching-learning, research and community engagement Leadership and governance Staff attraction, development and retention Institutional collaboration, internationalization and reputation Equity enhancement Consolidation of facilities Entrepreneurship development 9.2. Strategic Themes and Results The university will focus on the following 4 strategic themes for the next five years 1. Ensure Good Governance Result: good governance and efficient service delivery system ensured. Weight: 20% 2.Excellence in Learning-teaching Result: competent graduates with entrepreneurial mind-set produced. Weight: 40% 3. Excellence in Research and Technology Exchange Result: demand driven research output produced and relevant technologies exchanged. Weight: 20% 4.Excellence in Community Engagement Result: Transformative community engagement enhanced and relevant technologies exchanged. Weight: 20% 26

38. 9.3. Strategic Objectives and Map Strategic Theme 1: Ensure good governance Result: good governance and efficient service delivery system ensured. Table 3: Strategic objectives for the theme of ‘Ensure good governance’ Perspectives Strategic objectives 1.Increase customer/stakeholder engagement and satisfaction Customer/ stakeholders 2.Improve efficient resource utilization Finance 3.Improve non-academic students‟ services and ensure Internal Business peaceful learning-teaching environment 4.Strengthen the check and balance in the entire system and Process fight the rent-seeking behaviour 5.Improve service quality, reliable, efficiency, and delivery system 6.Reduce disparities in participation between disadvantaged groups and other 7.Promote the services, outputs, and achievements 8.Improve staff capacity, attraction, motivation, and retention Learning and 9.Expand and modernize infrastructure growth Commentaries on objectives for the theme of Ensure good governance 1.Increase customer/stakeholder engagement and satisfaction This objective aims at engaging staff, students, suppliers, government, and other stakeholders on different issues of the university. Their participation will be ensured through seeking feedbacks about the management of the university at all levels. Formal meeting/workshops and informal communications could be used to gather feedbacks and engage stakeholders. The full and 27

39. consistent implementation of change tools like education development army will remain the main strategy to step up customer/stakeholder engagement. By ensuring good governance and making transparent decisions the university will strive to increase the satisfaction of its customers and stakeholders. 2.Improve efficient resource utilization The efficient resource utilization involves the appropriate utilization of budget from government treasury, internal revenue, projects, and other sources. In addition, the issues of appropriate use human resource, physical properties via proper maintenance and reuse. Different policies, manuals, and guidelines will be effectively implemented to attain this objective. The attainment of this objective is not only a good step to ensure good governance but also step up the possibility of mobilization additional funds by gaining more trust and thus helps effectively discharge the triple mandates of the university. 3.Improve non-academic students’ services and ensure peaceful learning-teaching environment Ensuring peace and security is believed to be a prerequisite for the university to accomplish its activities. Students are the primary customers of the university. As a primary customer, improving the non-academic students‟ services including meal, dormitory, clinic, and entertainment services through their active participation is the main focus of the university to answer the question of good governance in this respect. In doing so, the university can also consolidate peaceful learning-teaching environment. Strengthening the campus security force and improving its democratic culture will also be the other mechanism through which the university‟s peace and security will be ensured. 4.Strengthen check and balance in the entire system and fight the rent-seeking behaviour Consolidating check and balance is the main mechanism to ensure transparency and accountability in the finance, procurement, employment, and other administrative decisions of the university. This could be done through conducting timely internal and external audit and implementing the resultant suggestions, taking appropriate legal actions whenever necessary, strengthening anti-corruption movements and implementing other mechanisms that promote ethics. The attainment of this objective will be important for the efficient utilization of resources. 28

40. 5.Improve service quality, reliable, efficiency, and delivery system The delivery of quality, reliable and efficient service is the main agenda of the support staff and the administrative wing. This includes efficient finance and procurement process, reliable provision of basic utilities like water and electricity, efficient transport service, and human resource management. Increasing efficiency in the services delivery system is vital for the proper functioning of the academic, research, and community pillars of the university. 6.Reduce disparities in participation between disadvantaged groups and other Under this objective, the university is aimed at reducing the disparity between male and female, disabled and non-disabled, HIV positive and HIV negative individuals of the university community through mainstreaming of gender and extending related efforts. This also involves empowering women and bringing them to leadership positions of all levels. Implementation of national and institutional policies aimed at enhancing equity among different groups will be given special attention. 7.Promote the services, outputs, and achievements Publicizing the university academic programmes, research outputs, technology transfer and community engagement activities in national and international Medias will be the main issue of this objective. This could be achieved through availing important activities on the university‟s website, broadcasting through the HU FM radio, and other electronic and printing media, as well as participating in exhibitions. The attainment of this objective will promote the employability of graduates, technology transfer, good governance, recognition and internationalization of the university.  Improve staff capacity, attraction, motivation, and retention Building the capacity of leaders of all levels through short term leadership training will have a significant contribution to ensure good governance and enhance equity. Not only the leadership capacity of lower, middle and top level managers but also building the capacity of all support staff through giving long term training opportunities and short term training is an important step for ensuring good governance in general and efficient service delivery in particular. In addition, attracting the qualified and experienced staff through different employment mechanisms like full time, joint, and honorary employment will be the main focus of the 29

41. university. This also involves creating conducive working environment, developing and implementing benefit packages, and caring the staff of the university. Attracting and retaining qualified staff is the main secret of ensuing quality in academics and research and gaining international recognition.  Expand and modernize infrastructure This involves construction of buildings of different purpose, roads, ponds and others with the required quality and efficiency. On the top of physical construction, fulfilling equipment of new facilities and renovating the old ones will be given a due emphasis so that the infrastructures will provide the intended service. Expanding the ICT infrastructure in such a way that it brings efficiency and quality in service delivery system will be the main activity of this objective. 30

42. Figure 1: Strategic map for the theme of ensuring good governance Perspective Objectives Customer Increase customer/stakeholder engagement and satisfaction Finance Improve resource allocation and utilization IBP Strengthen check and balance and Improve service quality, Improve non-academic fight the rent-seeking behavior reliable, efficiency, and delivery system students‟ services and ensure peaceful learning-teaching environment Reduce disparities Promote the services, between disadvantaged outputs, and achievements groups and other Learning and growth Improve staff capacity, attraction and motivation Expand and modernize infrastructure 31

43. Strategic Theme 2: Excellence in Learning-teaching Result: competent graduates with entrepreneurial mind-set produced. Table 4:Strategic objectives for excellence in learning-teaching Perspectives Strategic objectives 1.Increase customer/stakeholder engagement and satisfaction 2.Improve partnership 3.Implement demand driven academic programmes 4.Increase postgraduate students 5. Increase revenue Customer/ stakeholders Finance 6. Improve resource utilization Internal Business Process 7. Improve quality of education 8. Reduce disparities in participation between disadvantaged groups and other Learning and growth 9.Improve staff capacity and motivation 10.Expand and modernize facilities Commentaries on objectives for theme 2 (Excellence in Leaning-teaching) 1.Increase customer/stakeholder engagement and satisfaction: Customer/stakeholder engagement can be achieved by making them participate in the university‟s activities as a whole, establish new clubs/union and consolidating the existing one, conducting participatory workshop in order to assess their needs, collecting feedbacks from them about the university‟s learning-teaching process. Customer/stakeholder satisfaction can be realized through improving educational facilities, implementing need based programmes, increasing and decreasing admission and attrition rate respectively. 2.Improve partnership This involves creating and sustaining partnership and collaboration with national and international organizations. This objective can be attained through strengthening university- industry linkage, participating in national and international workshop and seminars, and designing and implementing joint academic programmes. This all can improve staff capacity, 32

44. facilities and internationalization of the university‟s programmes. As a result, they contribute to the quality of education. 3.Implement demand driven academic programmes This objective involves launching demand driven new programmes, reviewing curricula, adopting and implementing changes in educations, effective implementation of existing programmes through market assessment, and conducting participatory curriculum review workshop. This in turn enhances the number and quality of graduates‟ to satisfy the demand of the labour market. 4.Increase postgraduate students This objective can be attained by diversifying education delivery modalities, launching and consolidating post graduates programmes, encouraging off campus non-academic student services, and maintain or reduce the number of regular undergraduate students. This also realizes the dream of becoming reputable research university. 5. Increase revenue This objective can be realized by conducting proactive market assessment and introducing market oriented programmes and services, increase number of non-regular and regular non- government sponsored students, increasing programmes and service accessibility by improving modes of delivery, and providing programmes and services at affordable prices. 6.Improve resource utilization This objective can be attained by promoting the utilization of existing resources, setting priority to allocate budgets, reducing wastages by implementing kaizen principle, enhancing resource management strategies, appropriate planning and allocation of resources. Moreover, it can be achieved by pooling or networking resources, maintaining properties timely and properly, promoting resources sharing (stock exchange), chemical disposal, promoting accountability in resource utilization, etc. 7. Improve quality of education The university will strive to assure the quality of education at all levels by implementing monitoring and evaluation of educational practices, modernizing and expanding facilities, staff development, encouraging educational competition nationally and internationally, preparing standardised modules, promoting cooperative learning, reducing unnecessary wastage of time in 33

45. course delivery, getting accreditation, and proper integration of academic, research and community engagement related reform programmes. 8.Reduce disparities in participation between disadvantaged group and others The university will struggle to assure equitable access of education for disadvantaged groups at all level by providing support and tutorial for low performer students and females, increasing share of female students‟ enrolment, increasing number of female teaching staff, creating conducive environment for and accommodate the need of students and staff with special educational needs, encouraging students from emerging regions, and assisting females to participate and succeed in managerial position at all levels. 9.Improve staff capacity and motivation This objective involves empowering instructors, technical staff, and managers (department heads, deans, directors, vice presidents, and president). This objective can be achieved by providing the staff with continuous and top-quality short and long term trainings, scholarships and other career development programmes. Moreover, it can be attained by conducting experience sharing programmes and attending national and international workshops and conference. This will lead to a highly experienced and skilled manpower which can in turn bring about a high calibre and exceptional academic output. 10.Expand and modernize facilities This can be achieved by purchasing and installing state of the art technologies, automating existing facilities of the university (such as classrooms, laboratories, libraries, registrar, internet access, among others) and introducing new ones. By so doing, the university can provide enabling and convenient learning teaching environment and contribute to ensure quality education. 34

46. Figure 2: Strategic maps for the theme of excellence in learning- teaching Customer Increase customer/stakeholder engagement and satisfaction Implement demand driven academic programmemes Increase internal and external partnership Increase postgraduate students Finance Increase Revenue Improve resource utilization IBP Improve quality of education Reduce disparities in participation between disadvantaged groups and other Learning and growth Expand & modernize facilities Improve staff capacity and motivation 35

47. Strategic objective 3: Excellence in Research and Technology Exchange Result: demand driven research output produced and relevant technology exchanged. Table 5: Strategic objectives for excellence in research and technology exchange Perspectives Strategic objectives 1.Improve stakeholder engagement and satisfaction Customers/ stakeholders 2.Increase research partnerships and networking 3. Increase demand-driven research output /outcomes 4.Improve technology exchange 5.Increase research funds Finance 6.Increase efficient resource utilization 7.Increase process flexibility and efficiency Internal Business Process 8.Improve leadership and working capacity, and Learning and growth motivation 9.Expand and modernize research facilities Commentaries on objectives for the theme of excellence in research and technology exchange 1.Improve stakeholder engagement and satisfaction Demand-driven research programmes need the efforts of all stakeholders and customers. Attaining adequate outcomes is a major goal of research and customer engagement is one of the main means to attain it. This objective can be achieved by carrying out diversified and interdisciplinary research in different programmes to provide quality, problem-solving, demand- driven and sustainable technologies and services; nurturing competent and ethical research and researchers; establishing feedback and enhancement system. 2.Increase research partnerships and networking Establishing research partnerships with stakeholders creates synergy and is a vital instrument for success in networking, internationalization and recognition. This can be achieved by partnering with stakeholders in research problem identification, proposal formulation, execution, and 36

48. technology generation; establishing collaborative research with national and international organizations; organizing stakeholder platforms and workshops. In addition sustainable improvement in the quality and magnitude of the service of research facilities is important for quality research and extension, which can be achieved by partnering with stakeholders in facilities renovation and expansion; this also creates synergy for success in research extension and publication. 3.Increase demand-driven research output /outcomes Generating demand-driven technologies, knowledge, and services is vital to enhance satisfaction of customers and stakeholders. This objective can be attained by conducting research need assessment; generating market-driven technologies; promoting joint research projects with industries; integrating research results into the learning-teaching programmes and incentivizing best-performing researchers and stakeholders involved in technology generations, adoption and exchange /transfer. 4.Improve technology exchange Demand-driven research programmes involve the disseminations of technologies to end users through extensions work. This objective can be achieved by disseminating quality, problem- solving, demand-driven and sustainable technologies and services including improved seed multiplication and disseminations; establishing feedback and enhancement mechanisms. 5.Increase research funds Financial resource is the key factor for conducting research and generating innovative technologies and its exchange. Therefore, it is vital to solicit for funding sources and secure finance. These can be achieved by writing winning proposals and submitting to donors as well as by increasing networking with stakeholders. The attainments of this objective strengthen research facilities which are important for sustainable provision of demand driven research- related services. 6.Increase efficient resource utilization Producing more outputs per unit of inputs used and economizing material and financial resources is a prelude to success. Resources should be wisely allocated and utilized according to priority. 37

49. Increasing productivity per unit of money allocated contributes to the success. This objective can be achieved through efficient use of research funds, increasing output-based extension fund allocations, prioritizing extension activities, avoiding duplications of efforts, and efficient utilizations of research facilities. 7. Increase process flexibility and efficiency Processes are reviewed during implementation and adjusted to fit changing working circumstances and adjustments are made to fit more suitable working system. This is intended to increase efficiency and effectiveness. This objective can be achieved through empowerment, decentralization, strengthening system integration, team building, and collaboration. 8.Improve leadership and working capacity, and motivation Staffing research facilities with skilled manpower having leadership quality contributes to the development of the institution and cope-up with high turnover of qualified staff. Enhancing leadership capacity and working capacity is a prerequisite for successful implementation of research undertakings and for effective partnerships, research facilities enhancement and research extension and publication processes. This objective can be attained through conducting regular training on research methodology, supporting researchers to participate in national and international workshops and seminars, involving women in research, transparent and merit-based system of awarding research funds. 9.Expand and modernize research facilities Consolidate research facilities of the university is vital for successful provision of services to larger number of researchers and professionals to enhance technology generation and exchange. This objective can be attained through establishing, expanding and equipping research centers, laboratories and offices. 38

50. Figure 3: Strategic maps for the theme of excellence in research and technology exchange Improve stakeholder engagement and satisfaction Customer/ stakeholder Increase demand- driven research output /outcomes Improve technology Increase research partnerships and networking exchange Finance Increase efficient resource utilization Increase research funds IBP Increase process flexibility and efficiency Learning and growth Improve leadership and working capacity and motivation Expand & modernize research facilities 39